Modern high performance workplaces differ grandly from traditional organization in terms of operational effectiveness, workplace stress, and organizational dynamics. High performance workplaces must master the task of adapting to an ever-changing business industry that traditional, stuck’ in’ their’ ways’, organizations are lacking. High performance organizations are general deeply entrenched within the technological/electronic age and the effects resulting. Operational effectiveness of a high performance business will have implemented efficient, strategic operational models, stress reduction approaches and proper employee selection and placement decisions. Additionally, successful organizational development practices are involved at high performance organizations. “Organizational development (OD) is not an easily defined single concept. Rather, it’s a term used to encompass a collection of planned-change interventions built on humanistic-democratic values that seek to improve organizational effectiveness and employee well-being” (P. Robbins and Timothy A. Judge, 2009, p. 628).

To manage stress in the workplace, an organization must determine what stress is and identify its causes. Stress is “a state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities” (John R. Schermerhorn, James G. Hunt, Richard N. Osborn, 2008). Stress can be work related and also life related. Work related stress may be caused by employer task demands, role conflicts, physical settings, interpersonal problems, and from ethical dilemmas amongst other causes. When an organization realizes their contribution responsibility of stress in the workplace, diligent and applicable management must be implemented. Though life stressors are not directly stemmed from the workplace, life stressors can spill-over into the workplace and must also be taken into consideration when implementing stress management recourse.

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